Chapter 4: Leading Flashcards
leadership
ability of obtaining support and trust from a group of people, which drives to the attainment of common goals
Schermerhom’s Model
manager uses: authority + power + influence + personality
and applies leadership practices and behaviour
to facilitate higher productivity and moral
difference between authority and power
authority: ability to give instructions to other people and expects them to be attended
power: ability or potential to influence decisions and control resources
types of power (6)
- formal power (power formally attributed)
- reward power (control over rewards)
- coercive power (control over punishments)
- expert and competence power (knowledge is understood as competence = people take into account your opinion)
- charisma power (loyalty of subordinates + desire to please)
- subordinate power (when a person is given an instruction, he/she can decide whether or not to do it)
influence tactics (8)
leading by example leading by value assertiveness (straight to the point) rationality (appeal to reason) ingratiation exchange (bargain) coalition sense humour
difference b/w employee empowerment with managers and with leaders
manager systematically shares power + control with group member
leader accepts employee as partner in decision making
characteristics + traits of effective leaders (8)
drive + passion power motive self-confidence + humility trustworthiness + honesty intellectual ability + knowledge sense of humour result efficacy emotional intelligence
behaviour of effective leaders (8)
adaptable to situation establishes sense of direction demands high standard performance maintains social presence provides emotional support gives + accepts feedback recovers quickly from setbacks plays role of servant leader
autocratic leadership style
leader retains most authority
generally not concerned w/ other member’s opinions on his/her decisions
hands-on leadership
typically works well in crisis
difference between leadership + management
to be an effective leader, one must also be an effective manager
- management is more formal and scientific than leadership
- managing focuses on continuous improvement of the status quo, whereas leadership is a force for change that compels a group to innovate and depart from routine
- leadership requires having a vision
Schermerhom’s Model shows relationship
participative leadership style
shares decision making with group
subtypes:
- consultative: gathers input for decision
- consensus: works toward agreement
- democratic: final decision goes to the majority of votes
leadership grid
classifies leaders according to:
- concern for persons (y axis)
- concern for tasks/production (x axis)
- identifies 5 styles or stereotypes of leaders
- ideal leader: sound management (max of both factors 9,9)
entrepreneurial leadership style
tend to be task oriented + charismatic
strong achievement drive
high enthusiasm + creativity
uncomfortable with hierarchy/bureaucracy
visionary perspective
transformational leadership
helps in making positive changes
combines charisma + inspirational leadership + intellectual stimulation
transformations take place by:
- raising importance of rewards
- getting people to get past minor concerns & focus on self-fulfilment
charismatic leadership characteristics
vision great command of communication inspires trust shows action orientation displays inspiring leadership
how to develop charisma (6)
developing a vision enhancing communication skills enhance self trust energetic + oriented to results develop/improve emotional intelligence pay attention to body language
downside of charismatic leadership
some charismatic leaders are unethical and may lead organization towards unethical/illegal ends
some leaders get caught up w/ publicity + socialising that they neglect business operations
leader as mentor and coach
mentors help protégé through tutoring, coaching, guidance and emotional support
- coaching improves performance
- mentor can be an informal relationship
- shadowing
leadership during adversity + crisis (8)
quick decision making serve as resilient role model present a plan appear confident focus on future communicate widely stick with constructive cores lead with compassion
situational leadership II
explains how to match leadership style to capabilities of group members on a given task
- adapt their behaviour to level of commitment and competence of subordinate on a given task
a) Enthusiastic Beginner (low competence but high commitment)
b) Disillusioned Learner (some competence but has experienced several setbacks -commitment is low)
c) Capable but Curious Performer (growing competence but variable commitment)
d) Self-Reliant Achiever (high competence + commitment)
types of groups and teams (6)
self-managed work team
formal and informal groups
project team (matrix structure)
task force (problem, solving group, have a deadline)
cross functional teams (varying specializations)
virtual team (electronically)
characteristics of effective work groups (8)
1) enriched job design (increases motivation and effectiveness)
2) empowerment + shared leadership
3) interdependent tasks + information sharing + rewards
4) right mix + size
5) emotional intelligence
6) support from organization
7) effective processes within the group
8) familiarity with jobs + co-workers + environment
5 stages of group development
forming (eager)
storming (‘shakedown’ period)
norming (overcome resistance)
performing (accomplishing tasks)
adjourning (disband after task)
managerial actions for building teamwork (9)
- set mission + agree on meaning of success
- help group focus on its key strengths
- compete against common enemy
- use consensus decision making
- minimize micromanagement
- reward team
- encourage communication
- have respect for each other
- offsite teamwork training
effective team player (11)
possesses and shares technical expertise assumes responsibility for problem willing to commit to team goals able to see big picture willing to ask tough questions willing to try new things trusts other members shares credit recognises interests + achievements of others give and receive criticism don't rain on another member's parade
lift-outs (in relation to teams)
the practice of recruiting an entire high-functioning team from another organization
potential problems of teams/groups
group polarization
social loafing (exert less effort in group)
limited accountability
ostracism (when an individual feels ignored)
career retardation (focusing too much on group rather than individual effort)
positive and negative consequences of conflict
+ increased creativity
+ increased effort
+ increased diagnostic info
+ increased group unity
- poor physical + mental health
- wasted resources
- sidetracked goals
- heightened self interest
methods of conflict resolution (5)
forcing (I win, you lose)
accommodating (appeasement)
sharing (splitting the difference)
collaborating (fully satisfying both interests)
avoiding
